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1、II-文献综述外文原文一Building an e-business foundation for a small-to-medium business Christopher L Merrill.国籍：USA出处：原文正文：Abstract:As the 21st century has came,the modern net an telecommunication technologies based on the Internet has been uesd widely in many areas.The eonomic globalization and infromation h
2、ave became the most obvious features and tends of the new century.We human beings would enter a new age which is based on advanced Internet economy,which is the trend of society development.Economic Internets birth shows the life of Internet based virtual market.This is a new,powerful,fast-growing a
3、nd digital market.Under this circumstance,Chines enterprises started to enter E-market,setting up their websites.Some companies made breakthoughs on capital and scale limitations and aquiring acceesses for international market.Especially for those small companies who really did a good job on the use
4、 of Internet.Facing this trend, Chongqing Yiwoke Technolege Developoment Itd Corporation began to settle Zhubajie ,which is the third platform for business and other ideas.Even the competition in this area is extremely fierece,and the living environment for it was changing everyday,but the they made
5、 very good marketing strateyies,which really benefit them a lot.And this essay has a good academic research and practical significance.相关理论；Different scholars define electronic commerce in different way. Marilyn Greentein and Todd M. Feinman define electronic commerce as: The use of electronic trans
6、mission mediums (telecommunications) to engage in the exchange, including buying and selling, of products and services requiring transportation, either physically or digitally, from location to location. They think electronic commerce is different from electronic business in that the former is restr
7、icting, however, and does not fully encompass the true nature of the many types of information exchanges occurring via telecommunication devices. Whereas, the term electronic business also includes the exchange of information not directly related to the actual buying and selling of goods. Increasing
8、ly, businesses are u-sing electronic mechanisms to distribute information and provide customer support. These activities are not commerce activities; they are business activities. Thus, the term electronic business is broader and may eventually replace the term electronic commerce. Although the term
9、 electronic commerce is used throughout this text, many of the activities described are more accurately classified as electronic business.Kalakota and Whinston (1997) define EC from these perspectives:From a communications perspective, EC is the delivery of information, products/ services, or paymen
10、ts over telephone lines, computer networks, or any other electronic means.From a business process perspective, EC is the application of technology toward the automation of business transactions and work flow.From a service perspective, EC is a tool that addresses the desire of firms, consumers, and
11、management to cut service costs while improving the quality of goods and increasing the speed of service delivery.From an online perspective, EC provides the capability of buying and selling products and information on the Internet and other online services.Lou Gerstner, IBMs CEO: E-business is all
12、about cycle time, speed, globalization, enhanced productivity, reaching new customers and sharing knowledge across institutions for competitive advantage.”Li Qi, a professor and expert in this field, defines EC from the perspective of productive force. He thinks there should be two definitions. The
13、broader definition is that electronic commerce is the use of electronic tools in commercial activities. These electronic tools range from telegram, telephone of early times to Nil, Gil and INTERNET of modern times. The commercial activities here refer to all lawful activities of demand and consumpti
14、on except for typical production process. The narrower definition is that electronic commerce is the whole process in which people ,who master information technology and business regulations and rules, systematically use electronic tools and efficiently and low-costly engage in all kinds of activiti
15、es centering on the exchange of commodities and services in a highly technically and economically advanced society. The first definition can be simplified as commercial electronic application; the second can be shortened as electronic commercial system.EDI is a subset of electronic commerce. A prima
16、ry difference between the two is that electronic commerce encompasses a broader commerce environment than EDI. Traditional EDI systems allow pre-established trading partners to electronically exchange business data. The vast majority of traditional EDI systems are centered around the purchasing func
17、tion. These EDI systems are generally costly to implement. The high entry cost precluded many small and mid-sized businesses from engaging in EDI. Electronic commerce allows a marketplace to exist where buyers and sellers can meet and transact with one another.Classification of the EC Field by the N
18、ature of the TransactionsA common classification of EC is by the nature of transaction. The following types are distinguished :Business-to- business (B2B). Most of EC today is of this type. It includes the IOS transactions and electronic market transactions between organizations. Business-to-consume
19、r (B2C). These are retailing transactions with individual shop-pers. The typical shopper at Amazon, com is a consumer ,or customer.Consumer-to-consumer (C2C). In this category consumer sells directly to consumers. Ex-amples are individuals selling in classified ads (e. g., classified 2000 . com ) an
20、d selling residential property ,cars, and so on . Advertising personal services on the Inter-net and selling the knowledge and expertise is another example of C2C. Several auction sites allow individuals to put items up for auctions finally, many individuals are using in-tranets and other organizati
21、onal internal networks to advertise items for sale or services.Consumer-to-business (C2B). This category includes individuals who sell products or services to organizations, as well as individuals who seek sellers, interact with them , and conclude a transaction .Nonbusiness EC. An increased number
22、of nonbusiness institutions such as academic institutions, not-for-profit organizations, religious organizations, social organizations, and government agencies are using various types of EC to reduce their expenses (e. g., improve purchasing) or to improve their operations and customer service.Intra
23、business (organizational)EC. In this category we include all internal organiza-tional activities, usually performed on intranets, which involve exchange of goods serv-ices, or information. Activities can range from selling corporate products to employees to online training and cost-reduction activit
24、ies.Note that what we described as IOS is a part of B2B. Electronic markets, on the other hand, can be associated either with B2B or with B2C.Introduction and overviewThis article explains how a solution provider can help a small or medium business become an e-business. A fictional company serves as
25、 a case study of extending a simple Web presence to enable commerce, real-time collaboration, and partner exchange for small and medium businesses. The solution features products from the IBM Express Portfolio.IntroductionNo business, big or small, can ignore the Web these days. The decision to beco
26、me an e-business can result from any number of challenges, including the need to adopt new technologies imposed by large customers who drive the companys business. In increasing numbers, small- and medium- sized companies find that they must meet the IT requirements of the bigger companies they supp
27、ly, or lose business to competitors who have evolved into e-businesses. For example, some large retail firms (sometimes referred to as gorillas) require their suppliers to comply with specific standards to meet or improve the retailers IT requirements. Other smaller businesses create their own chall
28、enges in their quest to wrest market share from their competitors.Regardless of the driving force, small and medium businesses must become e-businesses to remain competitive in spite of a unique set of technical challenges and demands. To meet these challenges, these businesses often look to solutio
29、n providers and business partners to assist in the transformation. This, in turn, creates many market opportunities for service providers and business partners as more businesses join the ranks in the march toward acquiring e-business capability.This article is for solution developers of small-to-me
30、dium businesses, who could be in-house IT shops, services providers or business partners. It explains what you as a solution provider can do to help a small or medium business meet its goal of becoming an e-business. Our IBM Software Group System House eExchange team has developed a solution based o
31、n this scenario. Based on our market research, weve defined a hypothetical company called the Swish Swash Windshield Wiper Company. Using our services as a solution provider, well show how this company can establish an Internet presence and progressively extend its reach in the marketplace to serve
32、its customers more effectively. This article and subsequent articles in this series illustrate how IBM products and solutions, in particular the IBM Express Portfolio of products, can help you create and evolve such a solution. Each subsequent article in this series will expand on the concepts discu
33、ssed in this introduction to explain how you can enable a small or medium company for e-business.Small-to-medium business descriptionWhat are the characteristics of a small-to-medium business? We define a mid-market, small-to-medium business as a company with fewer than 1,000 employees. The typical
34、company has been in business for 17 years and has between six and ten branch offices. It is located in a suburban office park and uses local solution providers to build and maintain its IT solutions.The number of IT staff for any business scales with the size of the company. On average, companies be
35、tween 100 and 249 employees dedicate five staff members to IT-related projects. This number sometimes exceeds 20 in companies between 500 and 999 employees.Business valuesCompared to large enterprises, a smaller business may have a limited budget for building adaptive, information technology infrast
36、ructures. With fewer resources, it needs tools and solutions that work out of the box, with minimal additional services.The most important business objectives are reducing operating costs, improving process efficiency, and demonstrating quick return on investment. Solution development, customization
37、, and deployment must be rapid, lowering the cost of services. Ease of installation and upgrade are important too, and unwanted features must be avoided to keep cost and complexity in check. The time required to implement such a solution should be measured in weeks and days, not months. At the same
38、time, the solution needs to represent a competitive advantage.To help smaller companies attain these goals, solution providers look for features that enable easy installation and administration of their solutions. Products must be self-diagnosing and self-correcting in response to user, environmenta
39、l, and internal errors. They must also provide simple upgrade paths for increasing functions and migrating to new releases. All of these attributes reduce the training, technical expertise, and time commitments required of the end users in the SMB.Business contextFor this article, weve chosen a fict
40、ional automobile windshield wiper company as a case study. Our company, the Swish Swash Windshield Wiper Company, is a medium-sized business with seven branch offices and 800 employees, including 19 IT staff members. Swish Swash has been in business for 15 years, selling products through mail-order
41、catalog and at retail locations through a network of resellers who are business partners. Customers can obtain product information from the companys printed catalog and can purchase products from the business partners or place direct orders by mail, telephone, or fax. Several staff members maintain
42、or interact with the IT system: An office manager, who administers information systems A business analyst, who maintains product information and monitors business results An order clerk, who enters customers orders A customer support representative, who takes telephone calls and responds to customer
43、s questions and concerns Figure 1 illustrates the interaction between the roles in the broader business context.Figure 1. Business context diagramThe Swish Swash Windshield Wiper Company wants to extend its business, enabling customers to browse catalogs and order online, while still maintaining a h
44、igh level of customer service and interaction. At the same time, it want to connect with its suppliers and resellers electronically, integrating its back-end processes and sharing data with these business partners. Once this is accomplished, it wants to continually improve its site and capabilities
45、to provide the best user experience for both customers and partners, and a competitive advantage for itself.Solution overviewAn infrastructure is the foundation of a business or organization, serving as the framework for internal and external communication, processes, and transactions. The infrastru
46、ctures architecture determines how functional and extensible the system will be in meeting future requirements. Using a solid system infrastructure ensures a trusted, high-performance solution.Small business infrastructures must provide reliable, efficient communications with business partners, supp
47、liers, and customers. They must also guarantee performance for critical, internal applications. Figure 2 represents the scenario topology for our e-business infrastructure. See Implementing the solution for definitions of each component.Figure 2. Solution topologyYou can benefit from a solution base
48、d on this topology if your business: Wants to extend its catalog presence to the Web Needs a scalable, highly available, secure environment for e-business Needs to integrate existing and new applications Wants to advertise retail products and information on the Web Needs innovation in electronic com
49、munication to facilitate faster response times and lower costs The scenario has four stages: Web presence Commerce Live chat Business-to-business partner In the first stage of the scenario, Web presence, we build the infrastructure for e-business. We assume the business has a limited Web presence or needs to make its existing presence dynamic to attract more customers. This stage lets customers easily